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POLÍTICAS DE STAFFING DE LAS EMPRESAS LÍDERES DE CONSULTORÍA. UN ESTUDIO DE CASOS
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Oct 31, 2015
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En este trabajo se analizan las políticas de staffing de empresas de consultoría de negocio líderes en España, con objeto de identificar sus factores característicos y las, similitudes y diferencias entre ellos. Para ello, se realiza un estudio de casos. En concreto, se analizan tres casos: Accenture, IBM y Compañía Z. Los resultados sugieren que los modelos de partnership y gestión por profesionales siguen siendo relevantes pero son insuficientes a la hora de explicar las distintas políticas. Se han identificado cinco factores que las caracterizan y las principales tendencias.
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Martinez-Costa, C., Mas-Machuca, M., & Olivella-Nadal, J. (2015). POLÍTICAS DE STAFFING DE LAS EMPRESAS LÍDERES DE CONSULTORÍA. UN ESTUDIO DE CASOS. UCJC Business and Society Review (formerly Known As Universia Business Review), (48). Recuperado a partir de https://journals.ucjc.edu/ubr/article/view/1500
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Organización y Recursos Humanos
Citas
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Anand, N., Gardner, H. K., Morris, T. (2007) Knowledge-based innovation: emergence and embedding of new practice areas in management consulting firms. Academy of Management Journal, 50 (2), 406-428.
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Carvalho, A., Cabral-Cardoso, C. (2008). Flexibility through HRM in management consulting firms. Personnel Review, 37 (3), 332-249.
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Kim, A., Lee, C. (2012). How does HRM enhance strategic capabilities? Evidence from the Korean management consulting industry. The International Journal of Human Resource Management, 23 (1), 126-146.
Kumra, S., Vinnicombe. S. (2008). A study of the promotion to partner process in a professional services firm: How women are disadvantaged. British Journal of Management, 19, S65-S74.
Lepak, D. P., Snell, S. A. (1999). The human resource architecture: toward a theory of human capital allocation and development. Adademy of Management Review, 24, 31-48.
Lepak, D. P., Snell, S. A. (2002). Examining the Human Resource Architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28 (4), 517-543.
Lepak, D. P., Shaw, J. (2008). Strategic HRM in North America: a look to the future. International Journal of Human Resource Management, 19, 1486-1499.
Leung, Y. T., Bockstedt, J., König, W. (2009). IBM Research Report.Staffing a multiple locations for a multi-skill service provider.IBM ResearchDivision.
Majeed, Z. (2009). A review of HR practices in knowledge‐intensive firms and MNEs: 2000‐2006. Journal of European Industrial Training, 33 (5), 439-456.
Makani J, Marche S (2010). Towards a typology of knowledge-intensive organizations: determinant factors. Knowledge Management Research & Practices, 8, 265-277.
Malhotra, N., Morris, T., Smets, M. (2010). New career models in UK professional service firms: from up-or-out to up-and-going nowhere?. The International Journal of Human Resource Management, 21 (9), 1396-1413.
Martinez-Costa C, Lusa A, Mas-Machuca M, De la Torre R, Mateo M (2014). Strategic Capacity Planning in KIOs: A Classification Scheme. Annals of Industrial Engineering 2012: 191-198.
Olivella, J., Calleja, G. (2014). The staffing process in a hihg-technology environment. In Machado, C. and Davim, J. P. (Eds.), Human Resource Management and Technological Challenges. London: Springer International Publishing,133-148.
Paik, Y., Choi, D. Y. (2005). The shortcomings of a standardized global knowledge management system: The case study of Accenture. Academy of Management Executive, 19 (2), 81-84.
Richter, A., Dickmann, M., Graubner, M. (2008). Patterns of human resource management in consulting firms. Personnel Review, 37 (2), 184-202.
Walton, J. (1992). Making the Theoretical Case. In Ragin, C. C. and Becker, H. S. (Eds), What is a Case? Exploring the Foundations of Social Inquiry. Cambridge: Cambridge University Press, 121-137.
Yin, R. K. (2014). Case study research. Design and methods (5th ed.). London: Sage Publications.¬
Anand, N., Gardner, H. K., Morris, T. (2007) Knowledge-based innovation: emergence and embedding of new practice areas in management consulting firms. Academy of Management Journal, 50 (2), 406-428.
Batt, R., Banerjee M. (2012) The scope and trajectory of stategic HR research: evidence from American and British jou62.rnals, 23 (9), 1739-1
Becker, B. E., Huselid, M. A. (2006). Strategic human resources management: where do we go from here?. Journal of Management, 32, 898-925.
Carvalho, A., Cabral-Cardoso, C. (2008). Flexibility through HRM in management consulting firms. Personnel Review, 37 (3), 332-249.
Dittrich, K., Duysters, G., de Man, A. P. (2007). Strategic repositioning by means of alliance networks: The case of IBM. Research Policy, 36 (10), 1496-1511.
Domsch, M. E., Hristozova, E. (2006). Human Resource Management in Consulting Firms. Springer. Hamburg.
Donnelly (2011). How “free” is the free worker? An investigation into the working arrangements available to Knowledge Workers. Personnel Review, 35 (1), 78-97.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14 (4), 532-550.
Gerstner, L., Herrmann, E. (2002). Who says elephants can’t dance?. Inside IBM’s Historic Turnaround, New York: HarperCollins Publishers.
Graubner, M., Richter, A. (2003). Managing tomorrow’s consulting firm. Consulting to management. 14 (3), 43-50.
Greenwood, R., Hinings, C. R., Brown, J. (1990). P2-Form Strategic Management: Corporate practices in professional partnerships. Academy of Management Journal, 33(4), 725-755.
Heneman, H.G. y Judge, T. A. (2009). Staffing Organization. 6th Edition. New York. McGraw-Hill Irwin.
Horwitz, F. M., Heng, C. T., Quazi, H. A. (2003). Finders, keepers Attracting, motivating and retaining knowledge workers. Human Resource Management Journal, 13 (4), 23-44.
Jackson, S. E., Schuler, R. S., Jiang, K. (2012). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8 (1), 1-56.
Jackson, S. E., Schuler, R. S., Rivero, J. C. (1989). Organization characteristics as predictors of personnel practices. Personnel Psychology, 42, 727-786.
Jorgensen, H., Becker, K., Matthews, J. (2011).The HRM practices of innovative knowledge-intensive firms. International Journal of Technology Management, 56 (2-34), 123-137.
Kim, A., Lee, C. (2012). How does HRM enhance strategic capabilities? Evidence from the Korean management consulting industry. The International Journal of Human Resource Management, 23 (1), 126-146.
Kumra, S., Vinnicombe. S. (2008). A study of the promotion to partner process in a professional services firm: How women are disadvantaged. British Journal of Management, 19, S65-S74.
Lepak, D. P., Snell, S. A. (1999). The human resource architecture: toward a theory of human capital allocation and development. Adademy of Management Review, 24, 31-48.
Lepak, D. P., Snell, S. A. (2002). Examining the Human Resource Architecture: The relationships among human capital, employment, and human resource configurations. Journal of Management, 28 (4), 517-543.
Lepak, D. P., Shaw, J. (2008). Strategic HRM in North America: a look to the future. International Journal of Human Resource Management, 19, 1486-1499.
Leung, Y. T., Bockstedt, J., König, W. (2009). IBM Research Report.Staffing a multiple locations for a multi-skill service provider.IBM ResearchDivision.
Majeed, Z. (2009). A review of HR practices in knowledge‐intensive firms and MNEs: 2000‐2006. Journal of European Industrial Training, 33 (5), 439-456.
Makani J, Marche S (2010). Towards a typology of knowledge-intensive organizations: determinant factors. Knowledge Management Research & Practices, 8, 265-277.
Malhotra, N., Morris, T., Smets, M. (2010). New career models in UK professional service firms: from up-or-out to up-and-going nowhere?. The International Journal of Human Resource Management, 21 (9), 1396-1413.
Martinez-Costa C, Lusa A, Mas-Machuca M, De la Torre R, Mateo M (2014). Strategic Capacity Planning in KIOs: A Classification Scheme. Annals of Industrial Engineering 2012: 191-198.
Olivella, J., Calleja, G. (2014). The staffing process in a hihg-technology environment. In Machado, C. and Davim, J. P. (Eds.), Human Resource Management and Technological Challenges. London: Springer International Publishing,133-148.
Paik, Y., Choi, D. Y. (2005). The shortcomings of a standardized global knowledge management system: The case study of Accenture. Academy of Management Executive, 19 (2), 81-84.
Richter, A., Dickmann, M., Graubner, M. (2008). Patterns of human resource management in consulting firms. Personnel Review, 37 (2), 184-202.
Walton, J. (1992). Making the Theoretical Case. In Ragin, C. C. and Becker, H. S. (Eds), What is a Case? Exploring the Foundations of Social Inquiry. Cambridge: Cambridge University Press, 121-137.
Yin, R. K. (2014). Case study research. Design and methods (5th ed.). London: Sage Publications.¬